THINK DIFFERENTLY. SEE THINGS DIFFERENTLY. DO THINGS DIFFERENTLY.

68th From Selling to Managing

Do you have sales managers or sales leaders who have not undergone the Transitioning Program ‘From Selling to Managing’? Will you be promoting a sales person to a leadership post? If so, ask yourselves…

Are your existing or prospective sales managers/sales leaders equipped with the following critical knowledge?

×         Clear framework on how to manage 4 different situations:

o    On-track team performance

o    Off-track team performance

o    Start up team (new team, new tasking, reorganizations, etc.)

o    Troubled team performance

×         Accelerated Performance through 5 Transitioning Phases of promotion or lateral transfers

×         Holistic Sales Management Framework

×         Myths and Malpractices of Sales Management

×         People Management

o    Managing Performers

o     Performance Deviation Management

If you answered no to any of the above, then you are likely…

×         Missing sales performance targets

×         Losing good people

×         Experiencing mediocre performance of salespeople

×         Slowly moving to organizational decay

×         Losing market share to competitors

In conscience you cannot blame your sales managers/sales leaders when they fail, if they have not been equipped to succeed. Perhaps, you can change that now. Send them to Mansmith’s “From Selling To Managing”

Key benefits for participants

Each participant will learn:

  • frameworks and the process for transitioning successfully from selling to managing (some past participants have been in transition for as long as more than a decade!)
  • frameworks and processes in sales supervision, management, and other critical key result areas
  • managing sales in each of the four (4) different modes, specially the crisis mode
  • related seeds of skill development
  • tools that can be used on the job
  • confidence points

Key benefits for companies

The company will gain:

  • from the knowledge, process and skill upgrade of your sales supervisor/manager
  • from less trial and error from experimentation on the part of your sales manager/supervisor
  • from lesser risk of failure that will require rework to fix issues which may even include another tiring round of search and replacement of personnel
  • from losing good sales people down the line who may not take the new sales management style and mistakes sitting down
  • from having applicable systems and management tools installed by your sales manager/supervisor
  • from knowing how to manage sales in each of the four (4) different modes, specially the crisis mode

Program Concept            

GOOD SALESMASNHIP DOES NOT GUARANTEE GOOD SALES MANAGMENT.

Equip sales leaders specially those who were former frontline sales people as well as those who have never been trained properly yet, with the necessary frameworks, processes, skills to excel as sales managers.   Exercises and workshops help the participant get a handle of the use of these newfound skills and tools.  The facilitator further reinforces this skill upgrade effort by way of field experience-sharing, relating stories/examples and providing tips.

Program Overview  

Pre-Module

  • Parallel Simulation Game Workshop “The captain is dead!”
  • Sales Management Quotient – a snap diagnostic test

Module 1: The Transitional Challenges as Viewed from the Captain’s Seat

  • Selling vs. Managing
  • Transitioning from peer to a leader
  • Managing former peers, particularly those who have strong dominant personalities or may have been longer with a bonded team
  • Managing Transitional Challenges “Well, I guess that makes me Captain…well…ah, Mr. Scottie can you beam up a captain’s manual.”

Module 2: Management Myths & Malpractices that ruin performances and careers

  • Myths & malpractices and remedial rescue tips for those caught in the quagmire 
  • Getting rid of selected current Myths or Malpractices

Module 3: Foundational Frameworks and Processes of Effective Sales Management

  • Sound management principles
  • Trends in sales management
  • Management functions relevant to the context of sales management
  • Sales management processes

Module 4: People Management Skills

  • Discovering personal management style to avoid clashing with personalities
  • Tools for people management
  • People management matrix

Case examples of the following scenarios shall be discussed:

  • Managing a new territory or a start-up unit
  • Fixing an ill-performing group
  • Sustaining a team that’s doing well already
  • Real unit situation is misread by the superior
  • Cracking to peek through an insider’s view
  • Understanding the complexities underneath the table of organization
  • Distilling key factors to make the unit succeed
  • Taking advantage of a pre-assumption phase
  • Systematically learning the ropes quickly
  • Adjusting management style to unit mission status
  • Finding the right focus points based on transition phase and unit mission status
  • Playing with degrees of control
  • Macro or micro managing?
  • Managing different activity clusters and functions
  • Employing the triangle of compliance to secure cooperation
  • Using the sequence of influence
  • Testing the waters with a team
  • Winning support for your program
  • Quelling program resistance and eliminating resistance
  • Using the competence-attitude matrix
  • Selecting, hiring and orienting new hires
  • Mentoring and guiding promising performers
  • Coaching and counseling problematic subordinates
  • Confronting underperformers, firing undesirables and replacing personnel

Who should attend:  

This course is a must-have for all those:

  • who are newly promoted to a sales management/supervisory position/role
  • who are about to be promoted or are under study for promotion to a sales management/supervisory post/role
  • who have not undergone primary sales management training or have done so with lesser qualified institutions
  • who have been trained quite a while back but would need to be updated entrepreneurs who are setting up or taking over management of their own sales force
  • next generation entrepreneurs being placed in sales management/supervisory positions 

ABOUT THE SPEAKER

Mr. Rowen Untivero

Chief Sales Strategist

26 year-plus veteran of Training, Coaching and Consulting, 28 years of successful sales, buying and negotiation practice, injector of science in the fields of selling, negotiation, sales management, business-to-business marketing, retail optimization as well as management via his original framework, processes and tools. He is the pioneering developer of the world’s first mathematics of negotiation, strategic nego-mapping methodology, 3D Language Wheel (verbals tones and body language), selling  mechanics as well as systematic account development strategies, tools in a business-to-business setting,  sales management framework, simplified problem solving, effective coordination, the 4 modes of management, conflict resolution, problem solving, effective coordination and smoothen communication in organizations and many more. He provides a 360-degree and multi-dimensional set of perspectives from that of the CEO, middle management, down to that of the front-liner and staff member and has had exposure in almost every industry.

Best Buy Offer

(If paid until November 11)

Early Bird Rate

(If paid from November 11-25)

Regular Rate

(If paid fro November 27- December 10)

On- Site Rate

(If paid during or after the seminar)

REGISTRATION
Closing Date

12,888.00

+Vat

13,888.00

+Vat

14,888.00

+Vat

15,888.00

+Vat

Deadline : Dec 04, 2017